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Leadership Effectiveness and Democratic Processes the Tanzania Experience: Are the Positive Outcomes Sustainable?

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Leadership Effectiveness and Democratic Processes the Tanzania Experience: Are the Positive Outcomes Sustainable? Journal of Power, Politics & Governance December 2019, Vol. 7 No. 2, pp. 1-14 ISSN: 2372-4919 (Print), 2372-4927 (Online) Copyright © The Author(s). All Rights Reserved. Published by American Research Institute for Policy Development DOI: 10.15640/jppg.v7n2a1 URL: https://doi.org/10.15640/jppg.v7n2a1 Leadership Effectiveness and Democratic Processes the Tanzania Experience: Are the Positive Outcomes Sustainable? ‘Although circumstances may change in the blink of an eye, people change at a slower pace. Even motivated people who welcome change often encounter stumbling blocks that make transformation more complicated than they'd originally anticipated.’ Amy Morin Dr. Faisal H. H. Issa1 Abstract The paper logically describes Tanzania‟s development efforts. It has been seen to champion and embrace change given different contexts. Development in Tanzania is seen to involve incremental steps mostly deter- mined by the action of top leadership, development partners and global trends. The actions of the incumbent government are seen to create immediate achievements made possible by leadership actions as well as the le- veraging on the significant capacity created overtime since independence in 1961. Some accepted logics are revisited and challenged, specifically on the efficacy of different efforts towards corruption and good gover- nance, implications to democracy and future sustainability of the milestones achievedin a short period of time. The importance of viewing and approaching development needs in a more holistic manner is unders- cored, whilst Tanzania once again experiments towards national development goals. Africa is also observed not yet to show true sustainable champions despite the different democratic ideals held. This is highlighted as a challenge to governments and international agencies. Key words: Leadership, Change, Democracy, Africa, Performance, Tanzania 1. Introduction Tanzania, 58 years after independence in 1961, has seen numerous policy changes. In 1964, it created a sur- vived union government with Zanzibar to become Tanzania; embraced African Socialism in 1967; abolished local government authorities in 1972; re-introduced them in 1984; adopted multiparty politics starting 1992, held serious multiparty elections since then. Ngowi (2019) observes that economic development history of the country is linked to different leadership epochs up to the present. Eele et al (2000) see Tanzania's growth path as unique and the economy vulnerable to external shocks. Collins (1974) opined that Tanzania is a country known for political experimentation in search of a strategy for socio-economic development. The incumbent head of state, President Magufuli, came to power in 2015. As a doctorate degree holder in chemistry, a branch of science concerned with the substances of which matter is composed, the study of properties and reactions and forming of new substances, the incumbent is seen to highly focus on results that is supported by changes in policies, modus operandi, and changes of personnel at leadership levels of government for „performance reasons‟. Gettleman (2015) also makes such a close description of Magufuli. It is believed that a direct and unwavering demand on public sector employees to deliver improved services, the private sector to follow rules and to pay their dues as required by existing legislations are the change catalysts. The firm stance that political activities by the opposi- tion parties have to wait until election times has led to the implementation of policies meeting little or no resistance. 1 Lecturer and Head of Department of Short Courses, Outreach and Consultancy Services, Mzumbe University, Dar es Salaam Campus College, P.O. Box 20266, Olympio Street, Upanga, Dar es Salaam, Tanzania 2 Journal of Power, Politics & Governance, Vol. 7(2), December 2019 Tanzania, since the new government came to power, seems to have changed rapidly.Borrowing the phrase of the Minister for Constitutional Affairs, a seasonal Diplomat, Dr. Augustine Mahiga „… a new culture is emerging in Tanzania that promotes performance and accountability.‟2. Some key questions are in order. How supportive to leadership efforts are the basic foundations laid down by the different reform programmes supported by development partners? What has led to positive outcomes in an envi- ronment where the reform programmes, as we knew them are less significant? How can the emerging change in cul- ture be consolidated to bring needed change to catapult Tanzania to a different stage in the development process? Discussions on Government performance in developing countries emphasize the importance of systems and struc- tures over actions of top leadership to bring radical changes to the functioning of Governments. The paper is to ex- plore the latter dimension but dwell on the relevance and sustainability of the actions on the long-term. 2. The contextual environment African scholars have in the past some even today attribute underdevelopment in Africa to colonialism and post-colonial exploitation. Such views are greatly challenged. As quoted in the Guardian in 2014, Obama in 2014 criti- cized the blames approach and urged African leaders to take responsibility for poverty and underdevelopment in the continent. Similarly, the legendary leader, the father of the nation and the first independent leader of Tanzania, Julius Nyerere, opted in 1967 for socialist policies with the aim of severing the thought to be exploitative umbilical cord. Self-reliance was a common theme that was to bring positive and sustainable socio-economic changes. Some notable achievements were recorded in the case of Tanzania: it avoided coup d‟états that were very common in Africa in the 1970s to 1980s; maintained the only surviving Union Government with Zanzibar; successfully overthrew Idi Amin of Uganda; evolved peacefully to become an open economy country and embraced multiparty democracy. Such meta- morphosis indicates leadership that attempted to be in sync with global circumstances while ensuring functional state machinery that promoted national unity. McAusland & Ghai (1966) describe Tanzania as a country that has been guided by political reality while opportunity for control and criticism remained open. Anyimadu (2016) agrees that Nyerere‟s policies had lasting positive impact for the country. Tanzania like very few other African countries has seen over the years a stable political environment where its leadership could almost undeterred experiment with new policies and ideas about running a government and bringing development. Ramadhan et. al. (2016) posits that political stability has a positive relationship with economic growth in Tanzania. Anyimadu (2016) while acknowledging stability in Tanzania makes reference to the 2015 close elections and the unsuccessful new constitution referendum and observes that socio-economic progress is necessary for a continued stable political environment. Adefeso (2018) argues that political stability may not lead to positive impact to economic development and corruption. Over half a century of independent rule, a functioning state machinery not affected by internal strives and coup d‟états, see Tanzania as a progressive country in Africa where in the last ten years or so positive economic growth has been witnessed. The Global Economic Progress report (World Bank, June 2019) show Tanzania as one of the highest economic growth rates countries in the continent growing at an average of 6.85% between 2016 and 17. Future prospects after 2018 by both the World Bank‟s Economic Progress Report and The IMF World Economic Outlook (April 2019) indicate lower figures. The Minister of Finance in the budget speech of 2019/2020 announced a 7% economic growth rate in the year 2018/2019. Although, there are debates on the estimates and forecasts, the issue could be how to consolidate previous achievements while moving forward at a greater pace and in the process maintaining sustainable systems and institu- tions. Notwithstanding noted progress in the social, political and economic arena, one would argue that like most of the African countries of similar experiences, Tanzania cannot yet boast of discernible economic progress that cata- pults a country to a different level in the global economic standing. 2 Statement made by Dr. Mahiga after taking the oath televised live on local stations on 4th March 2019 as he was transferred to the Ministry of Constitutional Affairs from the Ministry of Foreign Affairs Dr. Faisal H. H. Issa 3 3. Institutional capacity development efforts As institutions and systems are important for government performance, so are leadership actions. Scholars differentiate between transactional and transformational leadership (Avolio, Bass and Jung, 1997). Since the two do not indicate absolutism, given contexts, leaders may practice both but at different degrees creating a hybrid leadership style. The important concern is that leadership is functional (De Vries at. al., 2016). The end of the cold war saw changes in international priorities affecting national policies that brought about change of leadership, structural adjustments programs, economic liberalization and multiparty elections in the country. The policy changes in Tanzania brought about new relationships between the national government and the interna- tional community. The new relationships sought to promote democratic values, create the pre-conditions for private sector led development including support to institutional building efforts. UN (2010) observes
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